Communication Effectiveness in the Management of Virtual Teams

Communication Effectiveness in the Management of Virtual Teams Introduction Various organisations currently operate at the global business interface that is characterised by intense competition, dynamic changes in consumer needs, emerging trends of new products, changing technology, and different cultures.Advertising We will write a custom proposal sample on Communication Effectiveness in the Management of Virtual Teams specifically for you for only $16.05 $11/page Learn More Such businesses strive to maintain operations that are geared towards striking a balance between the influences of the above factors. Most multinational businesses usually establish subsidiary branches in numerous countries across transnational borders with a view of expanding their market bases by attracting international consumers. For this reason, implementation of virtual teams of different employees from culturally diverse origins becomes a crucial interplay in the involved businesses since they facilitate communication amongst diverse consume rs, employees, and subsidiary firms. Currently, many businesses are adopting virtual management whereby managers do not necessarily need to maintain physical contact with their employees. The research proposal aims at investigating effective communication and motivation techniques in the management of in virtual teams across transnational borders. Background According to Huang, Kahai, and Jestice (2010), virtual team management is a phenomenon that surpasses the limitations of time and space boundaries that are experienced in visual interactions. Misunderstanding of cultural differences, marginalisation, language barrier, team disunity, and mistrust are some of the issues that are associated with virtual team management. For instance, the GE Energy, an electricity management company in Atlanta recently faced an increasing number of diverse cultural workforces in its areas of operations. This situation led to the development of programs such as the GE Connect and WebEx to provide an insight into ‘Working in Virtual Teams’.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More The GE Connect and WebEx software adds a phone tab to the GE WebEx connects. The system can command the computer to manage call dials, history, waiting indicators, media, and instant messaging among others. Employees who do not understand common communication languages such as English among other dialects can successfully interact with their colleagues using the system to improve their communication. This situation is an implication of a need to conduct more research on the techniques and solutions to the challenges that arise from the management of virtual transactional teams due then unavailability of a common language. Literature Review A virtual team refers to a group of individuals who interact using internet platforms and profiles rather than maintaining face-to-face comm unication (Chen, Chen, Chu 2008). On the other hand, a transactional virtual team is an organised group of persons who carry out various activities that are related to trade despite time, boundaries, and space limitations (Chen, Chen, Chu 2008). Virtual teams have become increasingly important for transnational companies. They provide a framework for addressing challenges that result from modern rationalised organisations owing to the distribution of workforce. Capece and Costa (2009) posit that the advancement of technology and globalisation has led to an increased flexibility in organisations as they seek to gain competitive advantages over the rival companies. The premise of virtual teams is to address the location and accessibility of employees due to the unrelenting workforce demographics in the modern world. As a result, the embracement of such teams helps organisations to gain access to diverse expertise and quality-improvement systems whilst promoting workplace interaction s.Advertising We will write a custom proposal sample on Communication Effectiveness in the Management of Virtual Teams specifically for you for only $16.05 $11/page Learn More In this proposal, qualitative methods such as interviews, focus groups, and participant observations were deemed suitable for the research in question. The interviews will be used to gather demographic information that will be used to design parameters such as the average age, level of the awareness of cultural diversity, and comparison statistics among others (Creswell 2013). The methods will be guided by respondent characteristics such as feelings, beliefs, perceptions, and ideas among others. Such aspects will guide the researcher to design appropriate interview schedules. Information concerning the communication techniques and patterns of the organisation will be gathered through textual analysis and archival research (Rawbone 2015). Both purposive and snowball sampling techniques have been deemed appropriate for the selection of the participants. Purposive sampling will ensure the maximisation of rich information while the snowballing technique will help the researcher reach the respondents by asking them to recommend their colleagues (Punch 2013). Regardless of the perceived effectiveness of virtual teams in the management of contemporary organisations, various problems have been identified. At the outset, the physical dispersion of persons around the world leads to the development of diversity issues that hinder smooth communication. Diversity management has been deemed one of the most significant challenges in running of organisations. Leaders who have been habituated to the outmoded organisational frameworks encounter a number of management difficulties. The organisation of the new teamwork also requires the leaders to assess the ability of the traditional management approaches to meet the necessities of the virtual programmes. This tendency to shift fr om the traditional to new forms of leadership poses an enormous risk to the organisation.Advertising Looking for proposal on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Overton, Hills, and Dixon (2007) also affirm that language barrier is a crucial problem that leads to communication shortcomings in the event of adopting virtual teamwork management. There is a tendency to interpret context differently as individuals perceive ideas, values, and beliefs uniquely. For instance, Overton, Hills, and Dixon (2007) reveal that the difference between high and low context cultures has been evidenced to interpret information differently. Embracing Effective Communication and Motivation in the Management of Virtual Teams A research conducted by Overton, Hills, and Dixon (2007) in the UK on the integration of effective communication techniques into organisational activities revealed that it significantly improved the delivery of a range of skills such as leadership, management, and understanding of foreign languages among others. It was affirmed that the techniques were applicable to the management of virtual teams to foster the learning of different languages for effective communication. According to Nash and Kallenbach (2009), effective communication tools can be used efficiently to ensure proper management of the virtual teams. This technique can also be used to increase outreach programmes to rural communities or places that are hard to reach within a given time such as companies with international branches. The only issue of concern raised in the study was that most of the adults were unaware of such techniques being embraced in current systems of management (Aragon Johnson 2002). Companies that support effective communication significantly lead to the improvement of employee motivation. Employees who strive to understand other languages make the use of effective communication and other resources that are based online. Literacy is among the key strengths that are created through electronic communication. The web can provide an excellent means of developing skills in the wake of digital technology (Mishan 2005; Wagner and Konzma 2005 ). According to Scott and Wildman (2015), most businesses use virtual teams to grasp larger market shares besides overcoming geographical barriers (Scott Wildman 2015). Bachmann (2006) attested that communication enables people of different cultural backgrounds to develop shared models besides creation of group identities. It is highly believed that collective perceptions of other people, living environments, information, or the world create a mutual understanding among the members of particular groups. A survey that was completed by researchers such as Yip and Dempster (2005) identified that communication via the internet compelled many companies to run virtual teamwork. These studies failed to mention the aspect of embracing cultural diversity and understanding among employees since it was limited to electronic communication (Davis, Fletcher, Absalom 2010). Technology plays a critical role in conveying information between individuals through virtual organisations (Siebdrat, Hoeg l, Ernst 2009). Virtual teams with diverse cultural backgrounds can be managed efficiently using robust cybernetic information channels with a view of diminishing the ethnic, racial, and/or geographical gaps that exist between the members of the teams. Dekker, Rutte, and Van den Berg (2008) recommended that companies should implement up-to-date technology with a view of establishing and maintaining virtual teams. Language complexities, cultural misunderstanding, and marginalisation always affect communication. Lockwood (2015) recommended a need for training staff in communication, leadership skills, and different cultural issues that affect the management of teams across transnational borders. Embracing Clear Understanding of Different Cultures for Coexistence in Virtual Team Environments Culture is a combination of values, norms, beliefs, and orientations that exist in a given society. They are transmitted from one generation to the next (Leidner, Alavi, Kayworth 2010). On the ot her hand, cultural diversity is a mix of people having different national and linguistic characteristics. According to Erez (2010), culture is a conception that is passed from one generation to the next. It comprises aspects such as beliefs, art, knowledge, laws, customs, and habits that are exhibited by a person within a particular society. Most people use culture as the backbone for communication and develop knowledge about particular attitudes towards life. Earley and Mosakowski (2000) posit that respect for cultural diversity brings about the appreciation of heterogeneity in the values and norms of people from different backgrounds. This situation brings people together either face-to-face or virtually. Wildman and Griffith (2015) mention that businesses are currently faced with challenges of virtual team management that affect efficiency. They recommend that leaders should be knowledgeable on tools for exploring cultural diversity. The leaders must be well conversant with inter personal cues, cultural differences and diversity inclusion. Lastly, they attested that virtual communication and mutual leader-follower relationships are paramount to the active contribution towards improved business performance (Wildman Griffith 2015). Globalisation has resulted in increased virtual teams across transnational borders. Intercultural communication and interaction are essential due to the ever-increasing globalisation that has led to the movement of labour across national, regional, and continental boundaries. Embracing management with clear communication technology has led to the emergence of virtual communities who share information on different cultural values, beliefs, norms, and languages among other characteristics (Zakaria, Amelinckx, Wilemon 2004). A research that was conducted by Alpaslan et al. (2004) revealed that poor understanding of other people’s cultures and languages accounted for inadequate performance in cybernetic communication. This situ ation led to misunderstanding and distrust amongst individuals and groups in the organisations. However, the creation of forums to educate the employees on embracing different cultures proved to be efficient in appreciation of virtual teams (Whatley, Zaitseva, Zakrzewska 2009).The study does not clearly indicate how communication should be implemented in such situations. Motivation, Good Leadership, and Trust Motivation is also a crucial factor that has been proved efficient in addressing issues that arise from the management of virtual teams. Individual enthusiasm is an aspect that enhances morale and liveliness in communication. Virtual interactions are enhanced through motivation with a view of alleviating glitches that arise from monotonous environments (Holton 2001). A deeper comprehension of subjective motivational factors should be considered because each person gets motivated in different ways. Different cultures also have features that derive individual motivation. Such fa ctors are paramount to the formation of sound virtual teams that are prepared with a broad base of knowledge about their cultures and those of other individuals. Cifuentes and Murphy (2000), posit that other factors such as attention, confidentiality, satisfaction, and relevance among others are components of the sources of motivation. If they are embraced appropriately, they can improve a person’s engagement in virtual discussions that close the gap between varying cultural teams. An individual belief in the ability to achieve personal goals is significantly improved where organisations encourage motivation and autonomy. However, the researchers have not highlighted communication as a crucial element for the achievement of such objectives; hence, it ensures that the individuals are satisfied and open-minded. Maintenance of enthusiastic workforce ensures relevance and improved confidence (Cifuentes Murphy 2000). This situation can be achieved through active involvement in le arning or projects that encompass the performance of employees from different cultural backgrounds. Both employees and managers should be encouraged to show enthusiasm for intercultural activities with a view of acquiring various competencies that practiced by diverse groups. However, communication is crucial for the achievement of such objectives; hence, the parties involved should be in a position to speak a common language (Cifuentes Murphy 2000). Leadership is another aspect that has underpinned efficient control and management of virtual teams. According to Malhotra Majchrzak (2004), virtuous leadership in an organisation ensures the definition of clear goals and role in an attempt to realise quality outcome. Shachaf and Hara (2006) revealed that virtual team leadership helped in the efficient management of employees in organisations where diversity inclusion was highly regarded. Another aspect of leadership is ensuring the provision of mentorship and clear definition of resp onsibilities amongst diverse team members. Collaboration refers to the engagement and participation of people in a group to solve an issue based on a mutual agreement (Bjà ¸rn Ngwenyama 2009). Miloslavic, Wildman, and Thayer (2015) have attested that virtual teams are becoming popular in work environments. They result in the development of new techniques that are in line with the demands of the global market. This situation leads to increased work efficiency. However, leaders are cautioned to consider issues that can arise due to cultural differences and to embrace collaboration among the members of virtual teams to get the success of the organisation. Communication is crucial in bonding the employees; hence, robust communication channels should be developed in various entities that embrace virtual team management (Miloslavic, Wildman, Thayer 2015). Shachaf and Hara (2006) posit that leadership and trust are two factors that must go together when handling employees in virtual tea ms. People have unique and vast views, cultural differences, and technical skills among other factors. The researchers have failed to show how leaders engage employees in commitment to instil a sense of trust. Therefore, leaders should ensure that individuals who are included in the virtual teamwork show commitment to duty by instilling a sense of trust in them with a view of winning their attention (Shachaf Hara 2006). Jarvenpaa, Shaw, and Staples (2004) also attested that trust that was built among virtual team members and their leaders led to efficient work processes and quality outcome due to improved motivation, collaboration, and collective problem solving strategies that dependent on trust. It was perceived that trust reduced indistinctness and doubt in social viewpoints. A problem of how the trust is build is evident from such comments since effective leadership and management must be embraced. Carter et al. (2015) in his article on Leadership for global virtual teams for t he facilitation of team processes attested that leadership through collaborative interaction is paramount to the efficient management of businesses at the global level. As a result, global organisations require the development of virtual teams through effective management. They have attested that technology in communication has been used successfully to link virtual teams through proper leadership. They have further mentioned the importance of understanding cultural background of employees, nationalities, team dynamics, and communication technology to address issues that arise from virtual team management (Carter et al. 2015). Carte Deines (2013) also attested that team leadership results in improved networking among individuals who are both within and outside the teams. Performance and team development are fundamental functions of decent leadership (Bell Kozlowki 2002). A primary challenge that virtual teams experience is the realisation of efficiency during the implementation of concerted goals. The researchers have not elaborated the realisation of efficiency can be achieved. A better way of ensuring that leaders accomplish such tasks is by the sound institution of self-management and performance standards among the various parties that are involved in teamwork (Hunsake r Hunsaker 2008). Effective leaders should ensure that trust exists together with increased and efficient goal setting techniques that take into account the expectations of employees. They should also give room for continuous feedback to allow competencies and encourage cultural appreciation. Furthermore, Gazor (2012) posits that wise leaders use physical meetings to solve various challenges. However, in situations where geographical differences hinder communication, teleconferencing, and videoconferencing offer the best solutions. In conclusion, the essay has reviewed various pieces of literature on the possible communication solutions to the issues associated with virtual teams in the ef fective management of organisations. Leadership roles are paramount to the appropriate handling of productivity issues that arise in diverse physical work environments. Communication has been seen as a crucial factor in the management of virtual teams across transactional borders. To ensure effective implementation of information communication and technology networks amongst employees in different physical locations, an understanding of diverse cultural values, consumer behaviour, and dynamic innovation is highly encouraged. Statement of the Problem Although virtual team management has ensured smooth running of global businesses, a plethora of challenges is still encountered. One of the primary challenges that are experienced is technology disparity. A sizeable gap is seen in the advancement of technology between the developed and developing nations. A research that was conducted by the United Nations Economic and Social Council (2006) explicated a number of ways such as stimulation of international technology transfer and learning among others than can be adopted by developing countries to narrow the gap. While many companies appreciate the introduction and embracement of virtual teams in their organisational systems, many questions have been left unresolved. How do individuals of different languages and from varied culture share a common goal, understanding, and knowledge without face-to-face meeting? How can such people develop trust among themselves? What kind of technology should the managers use successfully among these people? Such questions among others need to be addressed since they form the basis of the challenges that arise from the management of virtual transactional teams. Information and Communication Technologies (ICT) encompasses communication equipment that is used in chatting sites, e-mail, websites, teleconferencing, and videoconferencing among others (Capece Costa 2009). The interconnection between various employee groups in diverse geogr aphical landscapes is greatly hindered due to poor communication and communication channels (Song Liu 2013). The world’s population appreciates the improved development of electronic information transfer that has ensured smooth organisation and distribution of duties (Cheshin et al. 2013). Improved technology has resulted in the development of robust communication means that have ensured quick response to various organisations, which have embraced decentralisation due to the existence of virtual teams. Nowadays, teams can conform and establish collaboration through electronic communications channels that are remotely located. However, there is still a need to exploit the varied opportunities that arise from international interactions. Although communication channels such as teleconferencing and videoconferencing among others means exist, other issues such as cultural diversity, understanding of different languages have not been fully addressed (Piccoli, Powell, Ives 2004). The contemporary world is characterised by fast development virtual teams with varied cultural, personal, and functional origins. If such topographies are not handled effectively, they can cause problems such as conflicts, disunity, and mistrust in organisations. The differences can be heightened due to the existence of geographical differences, poor communication, and lack of motivation, misunderstanding, and failure to appreciate the significance of cultural diversity and movement of labour across transnational boundaries (Piccoli, Powell, Ives 2004). Virtual teams can only perform well if proper management that embraces proper communication, motivation, appreciates cultural diversity, and creates collaboration based on the common goals of virtual teams among others. A majority of the studies have revealed that communication is the sole factor for the efficient management of virtual teams (Piccoli, Powell, Ives 2004). For instance, Taha, Ahmed, and Ale Ebrahim (2009) upheld such views by mentioning that advanced communication technology has enabled international business leaders to manage teams in distant work environments. The development of technology, especially in the twenty-first century, is a timely framework for the passage of information from one party to another by teleconferencing, videoconferencing, e-mailing, social networking, and online chatting. Although the aforementioned underpinnings are highly regarded, virtual team management requires a consideration of factors such as cultural diversity, respect, trust, and motivation among other aspects (Taha, Ahmed, Ale Ebrahim 2009). The researchers failed to mention how to incorporate such factors in communication to solve issues of virtual transactional teams. Incorporation of such factors in communication promotes the realisation of a common goal and understanding of the values, beliefs, and attitudes of diverse cultures. Another problem that should be addressed is how a company will ensure appr opriate handling of the above-mentioned communication factors. According to Geister, Konradt, and Hertel (2006), educating employees on the use of the videoconferencing or teleconferencing techniques alone is not satisfactory move towards the realisation of harmonious virtual teams. For instance, the existence of communication channels in organisations that embrace virtual teamwork does not necessarily mean that the employees have a common language that enhances the flow of information (Abbott, Gilbert, Rosinski 2013). In such circumstances, how does the company resolve the underlying virtual team issues? Other research works indicate that motivation among the employees results in the apt formulation of solutions in diverse work environments. Geister, Konradt, Hertel (2006) attested that group motivation is significant in the creation of collaborative workforce where individuals come from different cultural origins. This set of circumstances enables them to identify and appreciate various values, beliefs, and attitudes among other aspects of the cultures of their colleagues. The researchers limited their studies to virtual team motivation and never embraced factors such as effective communication and understanding of cultural diversity to solve problems of virtual transactional teams. According to Keller (2008), motivation encourages attention, confidence, relevance, and individual satisfaction. However, the research holds that enthusiasm only serves as a solution to managerial problems that are associated with virtual teams rather than examining the effects of other elements such as cultural diversity. It proofs that there is limited information on the methods (effective communication and embracing cultural diversity) to resolve the poor understanding of cultural differences that exist in virtual transactional teams (McArdle Anderson2001). Research Purpose The purpose of the study is to investigate effective communication, motivation, and understanding of cultural diversity to solve issues that arise from virtual team management across transnational borders. Hypothesis H0: Embracing effective communication, motivation, and understanding of cultural diversity do not help in solving problems that arise from the management of virtual teams across transnational borders. Main Research Question Does effective communication, motivation, understanding of cultural diversity solve the problems that arise from the management of virtual teams across transactional borders? Study Objectives To determine whether the proper implementation of effective communication, motivation, and understanding of cultural diversity solve problems that arise from the management of virtual teams across transactional borders To examine various motivational and leadership techniques that leads to collaboration among individuals of different cultural origins in the virtual teams Limitation of the Study The study will focus on the investigation of effective communic ation and understanding of cultural diversity to solve the problems that arise from the management of virtual teams across transactional borders. It will be limited to qualitative research design and analysis. The results will be used to illustrate a problem of communication, poor motivation and misunderstanding of cultural diversity in virtual teams to ensure that people understand the problem. The results will then be used to create awareness embracing effective communication and understanding of different cultures in organisations that practice virtual teamwork rather than the implementation of the plans. As a result, the findings will be based on the generalisation of the available information. Variables Various characteristics that will be measured include dependent variables such as the type of motivation, communication, trust, interactions, and leadership among others. The independent variables will cover the issues that are associated with virtual teams such cultural diversi ty among others. Methodology Research Design and Sampling plan Since the study focuses on investigation of effective communication, motivation and understanding of cultural diversity to solve communication problems in virtual teams across transnational borders, the research will entail a qualitative research design (Mahoney 2010). The nature of the research proposed guarantees investigation techniques thus its findings will be used to illustrate how effective communication can the understanding of cultural diversity in virtual teams are essential. It will be conducted in the various companies in the USA. Managers of the selected companies will be identified to seek contact information that will be useful in the facilitation of the research. Data will be obtained from the focus groups and interviews among other qualitative methods. Interview schedules will be subjected to the employees and managers of selected global companies that have organised virtual teams. Sample Size and Sampli ng Strategy 25 respondents will be selected randomly from each of the multinational companies. 20-percent of them will be from the managerial levels. The four companies to be included will be identified through secondary sources of data such as journals and articles on multinational co-operations based in the USA. The contacts their managers will be contacted using information available about their contact managers or phone numbers indicated in the secondary data. Research Instruments The interview schedule will be semi-structured to ensure detailed information capture. The respondents are expected to understand the both the instruments easily since they will be written in simple English (Cooper Emory 2002). Respondents’ feelings, beliefs, perceptions, and ideas will also ensure that the researcher uses the interview schedules. Some of the questions that will feature in the interview include the following. What do you understand by the term electronic communication? Does th e company embrace robust communication techniques? Does your company use electronic communication in educating virtual employees on common language for your business? Rationale for the Selection The USA was selected as the study area because the country has many multinational companies that embrace diversity inclusion and virtual team management. Rich information on the communication problems will be obtained from multinational companies that have established numerous subsidiaries in different geographic locations worldwide. This strategy will set a framework for studying the management of virtual teams in diversity. The chosen sampling design is also appropriate since the study will focus on the qualitative data. The research after evaluation will further analyse the implementation of motivational techniques and effective communication in ensuring effective communication among virtual teams. Data Analysis for Demographic Variables The demographic variables that will be considered in the study include age, education, virtual learning environment, blackboard usage, video and audio podcasts, and cultural background among others. The variables will be analysed using univariate analysis or tables. The results will be easily compiled using the SPSS version 21. The univariate analysis will indicate details about age distribution frequencies, central tendencies (mean, mode, and median), and dispersions such as range, standard deviation, and variance (Bradley, Curry, Devers 2007). Data Analysis for Study Variables Inferential statistics will be used to elaborate then inferences from the study. Tests that will be conducted include the t-test, Chi-Square test, and one-way ANOVA among other multivariate methods (Bradley, Curry, Devers 2007). Ethics for the Research This research will be conducted after seeking permission various multinational companies that will be selected for the study. The respondents will be issued with consent forms to participate willingly in th e study. Upon their acceptance, they will be engaged in the research (Miller et al. 2012). As aforementioned, the research will seek to investigate effective communication and motivation techniques in the management of in virtual teams across transnational borders. It will focus on seeking ways to alleviate the challenges that are encountered in the management of virtual teams with a view of increasing organisational efficiency. Review of Five Journal Papers relevant to the Topic ‘Leadership for Global Virtual Teams: Facilitating Teamwork Processes’ by Carter, Seely, Dagosta, De-Church, and Zaccaro In their article, Carter et al. (2015) posit that competition, complexities, and structures of organisations in the global scene have undergone tremendous change. However, with increased and sophisticated means of communication, linking virtual teams has become easier. This situation has resulted in effective management of business operations. Carter et al. (2015) further aff irm that managers must ensure a deeper understanding of cultural backgrounds, nationalities, communication technology, and team dynamics to resolve hitches the that arise from the management of virtual teams (Carter et al. 2015). ‘Structuring Successful Global Virtual Teams’ by Miloslavic, Wildman, and Thayer According to Miloslavic, Wildman, and Thayer (2015), teams have become paramount to efficient production in organisations. They further attest that teamwork results in increased the work handling capacity. It also provides new techniques that align with the demands of the global market. However, Miloslavic, Wildman, and Thayer (2015) posit that leaders should consider issues that can arise due to cultural differences. Resourceful collaboration among the members of virtual teams is required for the success of any organisation. However, communication is a crucial factor in creation and maintenance of bonds among employees. Robust communication channels should be deve loped by implementing advanced technological systems. Therefore, managers should ensure that methods such as videoconferencing and teleconferencing are implemented for success in management of virtual teams (Miloslavic, Wildman, Thayer 2015). ‘Leading Global Teams Means Dealing with Different’ by Wildman Griffith Wildman and Griffith (2015) attest that the current global business is faced with challenges that affect efficient virtual team leadership. Leaders must have the right knowledge and tools to explore cultural diversity with a view of alleviating challenges that are related to the embracement of virtual teams. Wildman and Griffith (2015) claim that leaders should be aware of interpersonal cues, diversity inclusion, and appreciation of the world’s diverse cultures. Factors such as virtual communication and mutual leader-follower relationships are paramount to the active contribution towards improved business performance (Wildman Griffith 2015). ‘Cu lture, Communication, and Conflict: A Review of the Global Virtual Team Literature’ by Scott Wildman Scott and Wildman (2015) view virtual teams as the most modern techniques used in various organisations to capture large market shares, meet vast needs of consumers, and overcome geographical barriers. In a research that was conducted prior to publishing of the article, Scott and Wildman (2015) found that the primary issues that dominated their findings regarding virtual information included cultural diversity, effective communication, and conflict management. Scott and Wildman (2015) mentioned that teleconferencing, video conferencing, and e-mailing were the feasible solutions for communication issues among the virtual teams. Understanding and appreciation of cultural diversity also play a critical role in the management of virtual teams (Scott Wildman 2015). ‘Virtual team management: what is causing communication breakdown?’ By Lockwood This article holds that flexibility in organisations and ICT improvement resulted in effective management of virtual teams in global businesses. Lockwood (2015), states that most executives experience management drawbacks due to language, cultural, and geographical barriers. Language complexities, cultural misunderstanding, and marginalisation are threats to the development of collaborative virtual teams. As a result, Lockwood (2015) affirms that there is a need for training staff in communication, leadership skills, and different cultural issues that affect the management of teams across transnational borders. Appendix Time Schedule for the Activities Based on 13-week project the following timeframe is scheduled for various activities Activity Time and Date Draft proposal to supervisor Early May 2015 Submission of the proposal Early May 2015 Approval of proposal End of May 2015 Delivering request letter to research office Early June 2015 Data collection and completion Early June to end of Ju ne 2015 Data analysis and completion Early July 2015 Review findings with supervisor Early July 2015 Review final draft report with supervisor Late July 2015 Submit final report to supervisor Early August 2015 References Abbott, G, Gilbert, K Rosinski, P 2013, Cross-cultural working in coaching and mentoring, John Wiley and Sons, Southern Gate, UK. Aragon, S Johnson, S 2002, ‘Emerging roles and competencies for training in effective communication environments’, Advances in developing human resources, vol. 4 no. 4, pp. 424-439. Bachmann, A 2006, ‘Melting pot or tossed salad? 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